Craft Your Idea Into a Story and Sell Your Business Case

Michael Boyle

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21 Videos (1h 9m)
    • Craft Your Idea Into a Story and Sell Your Business Case

      3:11
    • Why Quicker Does Not Mean Less Value

      4:33
    • What is a Business Case

      3:28
    • Problem Being Solved

      2:03
    • Busines Case Structure

      2:41
    • Content Business Cases Need

      3:14
    • Three Important Aspects of a Successful Business Case

      2:21
    • What to Gain, What to Lose

      2:25
    • Vision, Mission, Strategy, Organization and Tasks

      2:53
    • Business Transformation

      5:56
    • Solution Assessment

      2:30
    • Cost Benefit Analysis

      2:05
    • Internal Rate of Return (IRR)

      3:38
    • Return On Investment (ROI)

      2:24
    • Net Present Value (NPV)

      3:30
    • Payback Period (PBP)

      3:46
    • Verify and Validate Your Case Prior to Submission

      2:30
    • Decision Quality

      2:21
    • Cost of Quality

      4:51
    • Acceptance and Evaluation Criteria Definition

      5:08
    • Validation and Sign Off

      3:24

About This Class

Last Update, 26th February, 2018

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Do you have great business ideas, but they never seem to get approved? Or maybe you’re just not happy how project decisions are made. You know there is a need for your proposal, and it can save the organization all kinds of money, but you watch time and time again how others in your company who don’t have nearly the technical wherewithal that you do seem to get all of their projects approved. To make that situation worse, they always hand over such projects to you to work out the technical details.

Does that sound familiar?

For the longest time, I was the one who had all kinds of ideas, and all my peers thought they were great. Where I seemed to falter was when I made these suggestions to my superiors. They didn’t understand most of the technical details I was describing, and most of my proposals were based either on some improved architecture, or a new application that I knew both internal and external clients would love, and then of course I would jump into describing how all of this should be setup, and I couldn’t for the life of me understand why my superiors were interested.

Let’s face it. Businesses today cannot afford not to have a financial justification for starting projects, and if you want to gain approval, then you need to give upper management the ammunition to say YES.

In this course, we start with the big picture by looking to organizational strategy and why companies do what they do. Then we move on to cover all those elements which are absolutely necessary to make your proposal viable. What is an executive summary, and why you lose upper management if it’s not compelling. What problem are you solving and why do we need to solve it anyway? We show you how to collect information on all those people in your company who would be affected by your proposal and how you can gain their support.

You know your solution is great, but that doesn’t get it approved. In this course, you learn to describe why your idea is the best. But we don’t stop there. You need to show your superiors that you followed a through process to get to THE ideal solution, and you need to give them a justification why YOURS is the best.

We should never forget that a project is a financial investment, and you need to show how your idea saves money or makes the company money….or both.

Give upper management the means to see the value in your proposal, and you will find all the support you though you would never get.

Let us show you how. Join our course.

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My journey started in Los Angeles but moved on to different venues after becoming an adult. My first trip to Europe was at 19, and it changed the direction my life would take. 

After finishing university, I moved to Berlin but in an unconventional way. I bought a one-way ticket to Hong Kong, not knowing how I would get to Berlin. China had just opened up the borders to individual tourists, so I ended up taking the Trans Siberian Railway through the Soviet Union, Poland, and t...

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